Mcdonald'S Business Paradox: It Is Full Of Flaws But Ranks 500.

There is a bird in the American continent, even though biologists believe that their wings are not enough to support the weight of birds.

McDonald's paradox

If the health of a product (food) is widely criticized or even potentially dangerous to cardiovascular diseases and cancer, what do you think the fate of waiting for this product will be?

If there is a company, there are a series of management defects:

1. there is almost no standard for staff selection.

2. the staff will be directly fired without training or full training.

3., rigid work, no

4. the intensity of the work is great, but wages are the lowest among all companies.

5. most employees, especially those at the bottom, think that this is a job without prospects.

6. few people are proud to work in the company or work in the company.

7. the turnover rate of employees is much higher than 100%, which is the highest among all companies.

8. the overall quality of employees is low.

9. there is a close relationship between employees, because many people have already left the office before they can establish relationships.

10. the manpower in the company is always in a state of lack.

How will you evaluate the value and future of this company?

The last question is: if such a company produces such a product, what do you think of its future?

Obviously, you will never think that this is a promising company.

But unfortunately, your answer is wrong.

This company is the leading brother of the global fast food industry, which has been ranked the top 500 in the world for many years.

McDonald's products and management defects are reported from time to time, while Jerry Newman, a management professor at State University of New York at Buffalo in the United States who has been undercover in many McDonald's stores as an ordinary job seeker, has proved the truthfulness of the above management defects in the eyes of an enterprise management professional.

This is obviously a huge paradox of management. From the point of view of management knowledge, any company that has such problems can not survive in the jungle of the enterprise, and how can we talk about its development and prosperity? But McDonald's has paid a heavy blow to management knowledge with its own actual achievements.

McDonald's is like a bird in the American continent.

Biologists have carefully measured the body structure of this bird, thinking that its wings are not enough to generate the power that can support the weight of the bird.

But luckily, this bird does not understand the deep theory of biologists. They have been flying freely over the blue sky of the Americas.

McDonald's is not a bird in the business world, and our aim is to find out why McDonald's can still soar in the commercial sky despite so many serious flaws.

To uncover the mystery of McDonald's paradox, we might as well start with the beginning of McDonald's.

The birth of McDonald's model

The biggest driving force for the emergence and growth of McDonald's is the prevalence of American car culture and its becoming the mainstream.

Without cars and car culture, McDonald's is unlikely to happen in the world.

During the Great Depression of the United States, many disabled armymen, retirees and small businessmen were attracted by the advertisement of real estate that had warm climate and good living conditions, and came to southern California.

This is the first large-scale migration of population, and the main means of pportation depends on cars.

So Losangeles did not become like any other city in the world.

The city is entirely made up of cars, and it soon presents a culture of never content, temporary and rapidity, which is accompanied by the opening of all new things.

Before 1940, Losangeles already had about 1 million cars, more than the total number of cars in 41 other states.

{page_break}

The highly developed automobile culture has inspired many innovations, the first motel in the world, the first drive free bank, and the drive away restaurant chain.

Once a car restaurant came out, it sprung up like mushrooms and many people made a lot of money.

McDonald's founder, the McDonald brothers, is also one of the lucky winners to get rich.

In 1937, McDonald brothers opened a car restaurant in Pasadena, California.

However, in the process of running a car restaurant, the McDonald brothers, who had a strong sense of smell, discovered the shortcomings of the automobile restaurants, such as hiring chefs and waitresses frequently, because they were easy to be picked up by others at a higher salary; they need to constantly update the tableware, because young customers would always break the tableware and even steal the silverware.

In 1948, the McDonald brothers fired all the waitresses, closed the restaurant, put on a bigger grill, and reopened it in a totally new way of food supply after 3 months.

This is the revolutionary McDonald's model that swept the world later.

The difference between McDonald's mode and auto restaurant mode is shown in the table below.

The car restaurant is a standard solution to the thriving automobile culture. The first barrel Nintaus of the McDonald brothers is benefited from this.

As can be seen from the above table, this is a typical representative of all aspects.

No matter what kind of food, the quantity of ingredients, the content and quality of services, it provides a comprehensive choice. Customers can take their own needs according to their needs.

The McDonald's mode embodies the idea of "partial and comprehensive".

It has greatly reduced the type of products, so that customers do not have much choice, and can only choose limited categories on the menu.

It dismissed the waitress, and the customer had to complete all the services originally completed by the customer.

It dismissed the chef and introduced the pipeline invented by Henry Ford into a fast food restaurant, where workers from different divisions completed the production of hamburgers.

Later, after gaining the control of McDonald's from the hands of McDonald brothers, Ray Crocker continued to move along the "partial and comprehensive" road. In order to efficiently play the role of the pipeline, he carefully considered the question of what kind of products he produced.

He completely cut down the products that McDonald brothers first built up, hot dogs (because of too many kinds of hot dogs), and only supply simple hamburgers with fewer categories.

McDonald's focuses its attention and resources on the "bias" of speed and price, without taking into account the "total" of categories, tastes and service contents, and achieves overwhelming local advantages in terms of price, service speed and so on.

At first, people were not used to queuing up to pick up their own food, but soon, this local advantage was recognized by the market in line with the development of automobile culture.

The whole family lined up to eat at McDonald's.

McDonald's is widely known, and many entrepreneurs from all over the country visit McDonald's and set up similar restaurants in their hometown.

At this time, the McDonald's mode turned into a new standard answer, which was the cult of the whole catering industry.

New barrel theory

McDonald's new model is actually a subversion of the traditional model of "all aspects".

We like the success of all aspects and perfection.

Starting from this, we continue to invest resources, make up for deficiencies and strive for balance, and think this is the only way to success.

A typical example is the popularity of barrel theory.

According to the barrel theory, the shortest wooden plank is the capacity to decide a bucket.

If you want to pack more water, you must make up the short board.

Otherwise, the water will spill over as soon as it reaches the short board.

This is a theory full of image meaning, but we should be vigilant if we apply it to business management. This is just a metaphor.

In some aspects, some links are worth learning, but business management is not as simple as cask and water.

We must know that the resources of enterprises are limited, and they can not be treated like a horse.

When resources are diluted into every link, the result is that every link has been improved to varying degrees, but which link is not strong enough compared with the competitors.

Finally, enterprises can only be mediocrity who become the spokesmen of egalitarianism, and have no features at all, let alone personalization.

Moreover, the demand for resources in each link is different. Some links are already abundant, and new resources are not needed.

Some of them are hungry and hungry.

Moreover, the output of various links in resource input is also quite different.

Good steel needs to be used on the edge to create a unique core competitiveness.

If a good steel is used to correct the hilt, the most beneficial one is not the opponent, but the opponent.

In short, we should learn from excellent military strategist in resource input.

All the victorious militarist are good at concentrating their strengths.

They are not better than their rivals on the total resources, but they must be better than their rivals on the strategic point of view.

In this way, after winning the local advantage, it will become a turning point in the overall situation and win the overall victory at last.

If you still talk about wooden barrels, it is better to make long boards longer than filling short boards.

Instead of putting resources into repair, it will further strengthen the advantages and make the long board look like a sharp sword and stab the opponent's heart.

This is not a comprehensive victory. This is a partial victory. The key is to find the "partial" that can bring local advantages to the best effect.

If McDonald's pursues everything, it can only stay in the realm of traditional car restaurants forever.

McDonald's may earn a lot of money, but it is impossible to have today's glory.

The fact also tells us that the McDonald's started from "partial" has achieved the "full" realm after its success.

Of course, the winning factor is changing along with the external environment and the different stages of operation.

Later, McDonald's regarded "taste" as a new winning factor, and used extremely stringent quantitative standards to ensure that "tasty and supremacy", and thus defeated the product's major health problems.

For example, the thickness of the hamburger must be controlled at 17cm, and the diameter of the bubbles is 5mm. The chips must be put into the oil pot of 168 degrees Celsius after freezing, and when the oil temperature rises by 3 degrees Celsius, the fry is the most delicious.

In order to ensure these stringent quantitative standards, McDonald's invested huge resources.

For example, in the first 10 years that Ray Crocker led McDonald's, he invested $3 million to improve the quality of French fries, and even developed a machine called "French fries computer" to ensure compliance with quantitative data standards.

{page_break}

These practices ensure that McDonald's taste and beauty are highly consistent. They not only continue to have a great attraction for customers, but also ensure that they are never out of shape in the global replication expansion, thus winning the world.

The virtuous circle of "partial and comprehensive"

The resources of enterprises are always limited, even McDonald's is no exception.

When it has invested huge resources in the quantitative standard (partial victory factor), the management defects mentioned above inevitably arise.

To refuse to refuse to come to the job applicants will naturally lead to adverse selection, and exclude the more excellent candidates, leaving behind a group with lower quality.

Such employees will be pushed directly to the front line without training or without adequate training.

Obviously, they can only get meager salaries.

With a small salary, barely enough to live on, even living difficulties, how can employees have a bright future? With a small income and a job without prospects, of course, there is no sense of pride in working for the company. The company has no cohesive force and binding force, and the possibility of leaving is greatly improved.

People feel uncertain, and employees often change like riding lanterns. Naturally, the relationship between employees will be indifferent. Many people do not have enough time to get familiar with each other.

What's more, the frequent flow of personnel has caused the frequent shortage of manpower.

In order to solve the shortage of manpower faster, it is very natural that we must adopt an open recruitment policy.

If we want to select carefully, we will not be able to meet the urgent needs of immediate shortage of manpower.

This vicious circle is full of logic. But when harsh quantitative standards (many of which are reflected by machine lights and loud noises), queues of customers, superiors and colleagues have brought great pressure to McDonald's employees, everything has changed dramatically.

Harsh quantitative standards make McDonald's work very rigid and simple (of course, physical strength is not easy), which makes the work for new employees are not very demanding.

After anyone has come, the pressure has stimulated the potential, so that new employees can learn quickly, work on fire lines, and are basically competent for the job.

Simple and repetitive work is not likely to get high pay, low pay, lack of pride, and a dim future.

But employees have the right to self-control. If they work too hard, pay too low, pay too low, too indifferent, and too gloomy, then they can get rid of this predicament at any time.

This will inevitably lead to frequent flow of personnel.

Although this creates a shortage of manpower, we can get help whenever available.

People who refuse to hire people will lead to low quality, but in fact, fast food restaurants do not want the quality of their employees too high.

Because the work is rigid (standardization and simplification), the requirements for the quality of employees are reduced, and the operation cost is reduced.

If the employees of fast food restaurants must be doctorate, the cost will increase sharply.

In short, when McDonald's chose the winning factor of "tasty and supremacy" and standardized the most stringent quantitative standards, it formed the most incredible "partial and comprehensive" virtuous circle, and achieved the most incredible success.

In the case of limited resources (this is normal), only by relying on one breakthrough can we succeed quickly.

After success, there will be more resources to supply, and more time will be taken to implement the two pronged approach.

On the one hand, we can continue to maintain a unique local advantage.

On the other hand, there is also a surplus of resources to improve the structure and pursue a balanced advantage.

That is to say, it is possible to achieve the balanced advantage of "face to face" only through the success of "partial success".

If we pursue equilibrium at the beginning, we will not get a balance.

This is the embodiment of Matthew effect in the commercial world.

Winners take all, and winners have the right to take everything away.

But in the case of unlimited supply of resources, if we want to achieve balanced development, it is not feasible to rely on a comprehensive lead in every aspect to achieve success.

Only by becoming a single champion can it lead to the all-around champion.

As long as a single champion, it will become an all-around champion.

Therefore, the real explanation of McDonald's paradox lies in the fact that an enterprise needs to look at every aspect and seek superiority or strength in every aspect in order to succeed.

As long as one or more (more than one time, only a few, many more) core aspects are done well enough to focus on forming local advantages, so as to build core competitiveness.

This is the ultimate reason why McDonald's has made a major success in its major products, with ten major management flaws.

McDonald's paradox is an extreme form. I'm afraid no other company will have such a large number of products, such as injuries and management defects, but has achieved such a brilliant success.

Your company must be a lot worse than the McDonald's. So if you really understand the true meaning of McWin, will it be difficult to run a business?

The secret of McDonald's paradox is not only applicable to the management of enterprises, but also to the planning of personal success.

Remember, success doesn't need to be comprehensive.